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M&E SUPPORT TO M&E SUPPORT TO PLANNING & BUDGET IN PLANNING & BUDGET IN

GHANAGHANA

Presentation by CAPT. P.I DONKOR (rtd)Presentation by CAPT. P.I DONKOR (rtd)National Development Planning National Development Planning

Commission, GhanaCommission, Ghana

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The National Development Document The National Development Document (GPRS)(GPRS)

The Ghana Poverty Reduction Strategy The Ghana Poverty Reduction Strategy GPRS I GPRS I (2003-2005),(2003-2005), reflected a policy framework that reflected a policy framework that was directed primarily towards the attainment of was directed primarily towards the attainment of the anti-poverty objectives including that of the the anti-poverty objectives including that of the UN’s Millennium Development Goals (MDGs).UN’s Millennium Development Goals (MDGs).

Growth and Poverty Reduction Strategy Growth and Poverty Reduction Strategy GPRS II GPRS II (2006-2009),(2006-2009), is intended to introduce a shift of is intended to introduce a shift of strategic focus, with an emphasis on the strategic focus, with an emphasis on the implementation of growth-inducing policies and implementation of growth-inducing policies and programmes, which has the potential to support programmes, which has the potential to support wealth creation and sustainable poverty wealth creation and sustainable poverty reductionreduction..

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POLICY INTERVENTIONSPOLICY INTERVENTIONS

PRIORITIES FOR PRIVATE SECTOR

COMPETIVENESS

HUMAN RESORUCE DEVELOPMENT

GOOD GOVERNANCE AND CIVIC RESPONSIBILITY

CROSS CUTTINGISSUES: VULNERABILITY & EXCLUSION, SOCIAL PROTECTION ENVIRONMENT, GENDER,EMPLOYMENT, HIV AIDS,MDGS, NEPAD ETC

GOAL OF THE GPRS

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INDICATORSINDICATORS In all 120 priority indicators have been In all 120 priority indicators have been

identified for monitoring and evaluation identified for monitoring and evaluation of the GPRS IIof the GPRS II

43 for private sector competitiveness,43 for private sector competitiveness, 35 for human resource development and 35 for human resource development and 42 for good governance and civic 42 for good governance and civic

responsibilityresponsibility 20 + 5 District indicators20 + 5 District indicators

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The National M&E SystemThe National M&E System The Legal mandateThe Legal mandate In Ghana, the RBME System focuses on In Ghana, the RBME System focuses on

observing the results directly from program/ observing the results directly from program/ project outputs. project outputs.

The system recognizes the entire results chain The system recognizes the entire results chain from inputs-outputs-outcomes and impacts from inputs-outputs-outcomes and impacts indicators. indicators.

Implementing this type of M&E System allows Implementing this type of M&E System allows the sectors/ key stakeholders to modify and the sectors/ key stakeholders to modify and make adjustments to the implementation make adjustments to the implementation processes in order to more directly support the processes in order to more directly support the achievement of desired outcomes and achievement of desired outcomes and objectives.objectives.

NDPCM & E

DIVISION

GPRS M & ETechnical Committee

National Inter -agency Poverty Monitoring

Groups (NIPMG) (5 )

Private Sector

RPCU

from the 10 regions

Parliament Sub-comon Poverty

Development Partners

Office of thePresident

ResearchInstitutions CSO / NGOs

2

5 4

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RPCU

RPCU

RPCU

RPCU

RPCU

RPCURPCU

RPCU

RPCU

RPCU

RPCU

DPCUDPCU

DPCU

NIPMG

MDAMDA

MDARPCU - Regional Planning coordinating UnitDPCU - District Planning Coordinating Unit

NDPC-

National development Planning CommissionCSO - Civil Society OrganizationNGO - Non

-

Governmental Organization

KEY

Ghana StatisticalService

INSTITUTIONAL FRAMEWORK

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M&E AND POLITICAL M&E AND POLITICAL DEMANDDEMAND

Political Commitment and Political Commitment and leadershipleadership

Office of the PresidentOffice of the President Sector MinistersSector Ministers Performance Audit of Performance Audit of

Government InstitutionsGovernment Institutions

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THE ROLE OF M&E IN GPRS THE ROLE OF M&E IN GPRS

IIII Provide information on whether a policy, program, or Provide information on whether a policy, program, or development strategy is being implemented as development strategy is being implemented as planned, and achieving its objectives planned, and achieving its objectives

Improve development effectiveness:Improve development effectiveness: growth & poverty reduction goals, targets, and indicatorsgrowth & poverty reduction goals, targets, and indicators Strengthen performance orientation in public sector Strengthen performance orientation in public sector management:management:

focus on results, (outputs and outcomes) focus on results, (outputs and outcomes) build demand for accountable and effective utilization of public build demand for accountable and effective utilization of public funds funds based on the indicatorsbased on the indicators

Strengthen the impact of policies & programmes on Strengthen the impact of policies & programmes on poverty levelspoverty levels

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ROLE OF M&E IN THE ROLE OF M&E IN THE BUDGETBUDGET

Use of policy recommendations from Use of policy recommendations from APRs to support policy advise and APRs to support policy advise and planningplanning

Use of performance review in the Use of performance review in the preparation of supplementary preparation of supplementary budget and budget decision making budget and budget decision making

Reports Government output Reports Government output indicators and sector performance indicators and sector performance targets in budget statement targets in budget statement

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OBJECTIVE OF MTEFOBJECTIVE OF MTEF

The main objective of the MTEF is to The main objective of the MTEF is to improve the planning and budgeting of improve the planning and budgeting of public expenditures and thus contribute to public expenditures and thus contribute to strengthened fiscal policy formulation and strengthened fiscal policy formulation and implementation. implementation.

Thus the purpose of MTEF is to ensure that Thus the purpose of MTEF is to ensure that scarce resources are deployed to achieve scarce resources are deployed to achieve Government objectives in the most Government objectives in the most effective manner. effective manner.

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The MTEF process follows the Public The MTEF process follows the Public Finance Management Cycle Finance Management Cycle

illustrated belowillustrated below 1. POLICY ANALYSISAND REVIEW

- Review macroeconomic and sectoral policies

- Identify and estimate the expenditure implications of agreed policies.

2. RESOURCEPROJECTIONS ANDALLOCATION

- Total resources are projected- Three year ceilings (abroad based and integrated) are updated

3. STRATEGICPLAN AND BUDGET

- Strategic plans are reviewed through stakeholder and SWOT analysis.

- MDA budgets are prepared based on the strategic plans

6. EVALUATION- Perform variance analysis between planned and actual revenues and expenditures (activities, results and objectives) to evaluate budget

5. MONITORINGAND ACCOUNTING-Ensure funds are spent and results produced within plans and budget-Ensure revenues are collected as planned-Identify budget implementation problems, develop and implement solutions to address subsequent problems

4. BUDGET IMPLEMENTATION AND CONTROL-Work plans and Cash flow forecasts (recsource requirements schedule) are prepared-- MDAs begin spending

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Relationship Between The Medium-Relationship Between The Medium-Term Expenditure Framework and The Term Expenditure Framework and The GPRS II GPRS II MDAs objectives are properly aligned to the MDAs objectives are properly aligned to the

strategic objectives of the GPRS II in the MTEFstrategic objectives of the GPRS II in the MTEF Outcomes in GPRS II are reflected in MDAs Outcomes in GPRS II are reflected in MDAs

MTEF Budget with funds allocated to the MTEF Budget with funds allocated to the outcomesoutcomes

Uses GPRS core national indicators and Uses GPRS core national indicators and targets targets

Assesses fund disbursement and utilization on Assesses fund disbursement and utilization on programs and projects programs and projects

Reports on implementation progress Reports on implementation progress

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LINK BETWEEN GPRS & THE BUDGETLINK BETWEEN GPRS & THE BUDGETSectorSector GPRS 2003GPRS 2003

TARGET (%)TARGET (%)2003 2003 BUDGETBUDGET(%)(%)

GPRS GPRS 20042004

TARGET TARGET (%)(%)

2004 2004 BUDGET BUDGET (%)(%)

GPRS GPRS 20052005

TARGETTARGET(%)(%)

20052005

BUDGET BUDGET (%)(%)

AdministratiAdministrationon

14.214.2 14.8414.84 13.313.3 17.1517.15 13.313.3 13.413.4

EconomicEconomic 9.79.7 9.069.06 10.310.3 8.928.92 10.310.3 10.3310.33

InfrastructurInfrastructuree

17.217.2 15.5315.53 19.119.1 10.9310.93 19.119.1 16.816.8

SocialSocial 38.138.1 38.6738.67 34.334.3 38.8238.82 34.334.3 37.437.4

Public safetyPublic safety 11.111.1 11.5211.52 9.09.0 11.6711.67 9.09.0 6.96.9

Contingency Contingency & Others& Others

9.69.6 10.3910.39 14.114.1 12.5112.51 14.114.1 5.125.12

TotalsTotals 100100 100100 100100 100.00100.00 100100 100100

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DATA COLLECTION INSTRUMENTSDATA COLLECTION INSTRUMENTS

Data collection instruments focus on three main Data collection instruments focus on three main issues. These are:issues. These are:

Indicator and Target achievementsIndicator and Target achievements Resource Disbursement and UtilizationResource Disbursement and Utilization Progress on implementation achievements and Progress on implementation achievements and

constraintsconstraints

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The Annual Progress Report The Annual Progress Report

(APR)(APR) The key platform for reporting on progress towards the The key platform for reporting on progress towards the

achievements of GPRS targets, as well as the outcomes and achievements of GPRS targets, as well as the outcomes and impact of government policiesimpact of government policies

The impact of fiscal policy on sector and district The impact of fiscal policy on sector and district performanceperformance

The status of triggers and targets of the Poverty Reduction The status of triggers and targets of the Poverty Reduction Support Credit (PRSC-4)/ Multi Donor budget Support Support Credit (PRSC-4)/ Multi Donor budget Support (MDBS) initiatives (MDBS) initiatives

The assessment of performance towards the attainment of The assessment of performance towards the attainment of the Millennium Development Goals (MDGs), APRM the Millennium Development Goals (MDGs), APRM

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Database Management Database Management GhanaInfoGhanaInfo

National Development Planning Commission National Development Planning Commission (NDPC) in collaboration with the Ghana (NDPC) in collaboration with the Ghana Statistical Service (GSS) launched the Statistical Service (GSS) launched the GhanaInfo Database system in 2005.GhanaInfo Database system in 2005.

Management tool for M&E Management tool for M&E

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GPRS Communication StrategyGPRS Communication Strategy Disseminating the content of GPRS and APRs Disseminating the content of GPRS and APRs

country-wide to inform and educate all country-wide to inform and educate all stakeholdersstakeholders

Soliciting stakeholders support and sense of Soliciting stakeholders support and sense of ownershipownership

Collecting data for the preparation of next Annual Collecting data for the preparation of next Annual Progress Report.Progress Report.

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EVALUATIONEVALUATION

Participatory Monitoring and EvaluationParticipatory Monitoring and Evaluation

-Citizen’s Report Card-Citizen’s Report Card PSIAsPSIAs

-Structured interview-Structured interview

-Focus Group Discussions-Focus Group Discussions Evaluation of the GPRS IEvaluation of the GPRS I

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THE ROLE OF M&E AT SECTOR THE ROLE OF M&E AT SECTOR & DISTRICT LEVELS& DISTRICT LEVELS

Guidelines forGuidelines for M&E PlansM&E Plans

Sector Annual Progress ReportsSector Annual Progress Reports

District Annual Progress ReportsDistrict Annual Progress Reports

Roles responsibilities for ManagersRoles responsibilities for Managers

2020

CHALLENGESCHALLENGES

Assistance from DPs in building Assistance from DPs in building capacities at all levels capacities at all levels

Links with Civil Society OrganizationsLinks with Civil Society Organizations Increased resourcesIncreased resources Improved incentives at all levelsImproved incentives at all levels Evidence based M&EEvidence based M&E

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CONCLUSIONCONCLUSION

In conclusion, although the M&E processes In conclusion, although the M&E processes ensures cost-effectiveness. Institutional ensures cost-effectiveness. Institutional capacities should be strengthened in order to capacities should be strengthened in order to continue to measure results, promote good continue to measure results, promote good governance and accountability to the people governance and accountability to the people ofof Ghana as well as credibility to our Partners Ghana as well as credibility to our Partners and the Government.and the Government.

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THANK YOUTHANK YOU